Brand relevance : making competitors irrelevant

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Title:

Personal Author:

Aaker, David A.

Series:

The Jossey-Bass business and management series

Edition:

1st ed.

Publication Information:

San Francisco, CA : Jossey-Bass, c2011

Physical Description:

xvi, 381 p. : ill. ; 24 cm.

ISBN:

9780470613580

Abstract:

"Substantial market trends and transformational innovations are creating markets and making others irrelevant. The result is a major threat for nearly every business and a significant opportunity for a few. This book will be the first marketing strategy book to develop and leverage the concept of brand relevance. To remain relevant, a firm can create a new category or subcategory-- such as iPod, Cirque du Soleil, and eBay did-- where competitors are eliminated. Or a firm can redefine an existing category or subcategory by creating or elevating an offering feature or characteristic--as Prius created a subcategory defined by gas mileage and technology, or Westin did with its Heavenly Bed. In either case, a firm can create or own a new business arena or submarket in which some or all competitors are not relevant. Instead of being the best, the goal is to be the only--making competitors irrelevant"-- Provided by publisher.

Subject Term:

Brand name products

Branding (Marketing)

Technological innovations

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010236628	HD69.B7 A215 2011	Open Access Book	Advance Management	Searching... Unknown
Searching... PSZ KL	33000000006909	HD69.B7 A215 2011	Open Access Book	Book	Searching... Unknown

On Order

Summary

Branding guru Aaker shows how to eliminate the competition and become the lead brand in your market

This ground-breaking book defines the concept of brand relevance using dozens of case studies-Prius, Whole Foods, Westin, iPad and more-and explains how brand relevance drives market dynamics, which generates opportunities for your brand and threats for the competition. Aaker reveals how these companies have made other brands in their categories irrelevant. Key points: When managing a new category of product, treat it as if it were a brand; By failing to produce what customers want or losing momentum and visibility, your brand becomes irrelevant; and create barriers to competitors by supporting innovation at every level of the organization.

Using dozens of case studies, shows how to create or dominate new categories or subcategories, making competitors irrelevant Shows how to manage the new category or subcategory as if it were a brand and how to create barriers to competitors Describes the threat of becoming irrelevant by failing to make what customer are buying or losing energy David Aaker, the author of four brand books, has been called the father of branding

This book offers insight for creating and/or owning a new business arena. Instead of being the best, the goal is to be the only brand around-making competitors irrelevant.

Author Notes

DAVID A. AAKER is vice chairman of Prophet Brand Strategy, an executive advisor to Dentsu Inc., and Professor Emeritus of Marketing Strategy at the Haas School of Business, University of California, Berkeley.

Reviews 1

Publisher's Weekly Review

Brand guru Aaker (Building Strong Brands) explains how companies can keep their brand relevant through innovation and the creation of new categories or subcategories that they can "own" in the minds of consumers. While plenty of books emphasize the need for constant innovation, Aaker dives deeper; customers determine brand relevance and companies as diverse as Japanese beer maker Asahi, Xerox, IKEA, Zappos, and Apple have each carved out a unique market niche, a niche that must be protected through the creation of barriers for competitors, Aaker argues. Postmortem evaluations of epic failures like the Segway, Nabisco's Snackwells product line, and Apple's Newton digital assistant will help brand managers avoid costly and high-profile marketing missteps. Those familiar with the author's work will recognize his textbook approach. His clear prose and honest assessments will resonate with small business owners or brand managers and should be required reading for anyone with a vested interest in keeping their company on the tip of their consumers' tongues. (Jan.) © Copyright PWxyz, LLC. All rights reserved.

Preface	p. xiii
1 Winning the Brand Relevance Battle	p. 1
Cases: The Japanese Beer Industry and the U.S. Computer Industry	p. 1
Gaining Brand Preference	p. 9
The Brand Relevance Model	p. 13
Creating New Categories or Subcategories	p. 17
Levels of Relevance	p. 25
The New Brand Challenge	p. 26
The First-Mover Advantage	p. 30
The Payoff	p. 34
Creating New Categories or Subcategories-Four Challenges	p. 39
The Brand Relevance Model Versus Others	p. 41
2 Understanding Brand Relevance: Categorizing, Framing, Consideration, and Measurement	p. 47
Categorization	p. 48
It's All About Framing	p. 53
Consideration Set as a Screening Step	p. 62
Measuring Relevance	p. 64
3 Changing the Retail Landscape	p. 69
Cases:
Muji	p. 71
IKEA	p. 73
Zara	p. 74
H&M	p. 76
Best Buy	p. 77
Whole Foods Market	p. 81
The Subway Story	p. 86
Zappos	p. 88
4 Market Dynamics in the Automobile Industry	p. 97
Cases:
Toyota's Prius Hybrid	p. 98
The Saturn Story	p. 106
The Chrysler Minivan	p. 110
Tata's Nano	p. 115
Yugo	p. 118
Enterprise Rent-A-Car	p. 119
Zipcar	p. 122
5 The Food Industry Adapts	p. 127
Cases:
Fighting the Fat Battle	p. 129
Nabisco Cookies	p. 134
Dreyer's Slow Churned Ice Cream	p. 136
P&G's Olestra	p. 139
From Fat to Health	p. 141
General Mills and the Health Trends	p. 142
Healthy Choice	p. 148
6 Finding New Concepts	p. 157
Case: Apple	p. 157
Concept Generation	p. 165
Sourcing Concepts	p. 169
Prioritizing the Analysis	p. 192
7 Evaluation	p. 197
Case: Segway's Human Transporter	p. 197
Evaluation: Picking the Winners	p. 200
Is There a Market-Is the Opportunity Real?	p. 202
Can We Compete and Win?	p. 215
Does the Offering Have Legs?	p. 220
Beyond Go or No-Go-A Portfolio of Concepts	p. 223
8 Defining and Managing the Category or Subcategory	p. 227
Case: Salesforce.com	p. 227
Defining a New Category or Subcategory	p. 234
Functional Benefits Delivered by the Offering	p. 239
Customer-Brand Relationship-Beyond the Offering	p. 254
Categories and Subcategories: Complex and Dynamic	p. 260
Managing the Category or Subcategory	p. 261
9 Creating Barriers: Sustaining the Differentiation	p. 269
Case: Yamaha Disklavier	p. 269
Creating Barriers to Competition	p. 275
Investment Barriers	p. 276
Owning a Compelling Benefit or Benefits	p. 283
Relationship with Customers	p. 290
Link the Brand to the Category or Subcategory	p. 294
10 Gaining and Maintaining Relevance in the Face of Market Dynamics	p. 297
Case: Walmart	p. 298
Avoiding the Loss of Relevance	p. 301
Product Category or Subcategory Relevance	p. 302
Category or Subcategory Relevance Strategies	p. 304
Energy Relevance	p. 311
Gaining Relevance-The Hyundai Case	p. 320
11 The Innovative Organization	p. 327
Case: GE Story	p. 327
The Innovative Organization	p. 332
Selective Opportunism	p. 334
Dynamic Strategic Commitment	p. 339
Organization-Wide Resource Allocation	p. 344
Epilogue: The Yin and Yang of the Relevance Battle	p. 355
Notes	p. 359
Index	p. 371

Available:*

On Order

Summary

Summary

Author Notes

Reviews 1

Publisher's Weekly Review

Table of Contents